1. 全面统筹：参与制定公司三年“4+X”业务规划及每年年度战略目标和拆解方案。据此推动各部门负责人拟定各阶段业务实施计划，并建立及完善新旧业务的业务流和相关标准要求； 2. 组织设置：围绕公司业务计划，基于“目标不变，体验为先”的宗旨，梳理并优化业务链、部门职能分工、岗位职责分析等，进行深度人效分析。同时，反向优化组织职能设置和岗位编制设定，避免职责重复或疏漏等； 3. 招聘管理：根据业务特色及创业阶段具体情况，针对研发、项目管理、运营管理、市场推广等不同职能不同层级使用差异化招聘渠道及用工方式，缩短招聘周期，降低招聘成本，月度平均满编率90%-93%，试用期通过率97%； 4. 绩效管理：组织各部门及业务关联部门进行圆桌会议，通过业务及岗位剖析制定不同岗位族的绩效目标及考核标准，同时借此完善完成绩效目标需要的组织资源，如工作体系制度、监管体系制度等，形成闭环管理，不断迭代优化； 5. 薪酬管理：与公司管理层及财务部门及时联动，建立完备的薪酬管理体系，包括职级划分与评价、薪酬结构拟定、年度调薪、年度奖金发放、阶段性项目激励、特殊人才引进等，在限定的预算范围内尽可能激励人、留住人；6. 股权激励：根据公司业务发展规划及人才引进计划，甄选并引入股权激励咨询公司，制定股权激励方案及推广计划，在咨询顾问的指引下，与管理层共同制定最佳激励方案并积极推广。

1. Planning training program.Insight into the key pain points and strategic points of the business, and provide comprehensive training programs combining "cognition, behavior and results" to promote the improvement from behavior to performance for the three core business units.2. Building content system.Based on "demand research" and "competences model", build the content system of training courses. And led the team to research 11 courses about general management capabilities within 4 months, 100% meet the basic requirements of business departments.3. Setting operating rules.According to the key concept “translate training into performance results”, clarify key operating points and tools of the 5 models from “training request research” to “evaluating learning result” and then promote full implementation. Finally deliver high quality courses with characters of “result driven”, “combine online and offline”, “coach before / during / after class”.4. Delivering training courses.Led the team to deliver 54 training courses for 2078 person-times of the five business units within half a year, with an average score of 9.52 points in content evaluation, 9.66 points in trainer evaluation, and 93% in overall recommendation.

1. Clarifying training system.Based on the organization's situation, analyze the relationship among the 6 modules of "job analysis, recruitment and selection, competences model, compensation and benefits, assessment, training system". Identify the core prerequisite, key entry point and implementation plan for promoting the implementation of talent training.2. Building competences model.Build the competences model of regional directors and managers in the general management line. Focus on the 5 core competences groups and 15 sub competences items, and define the competence definition, behavior description and ratings, and then apply it to recruitment, selection, assessment and talent training.3. Implementing talent review.Plan and organize the semi-annual talent review of about 800 staffs including professional line and management line, so as to provide important basis for top management to clearly grasp the competency status and reserve of talents in critical positions, and at the same time to clarify the focus of people management.4. Director cultivating projects.Design, organization and implementation of 6 batches "Directors' 60 days cultivating project”. In the process, combine different cultivate ways including talent assessment, structured interview, mentor program and face-to-face training. Also Design the content based on “training and exercise combination” and related assessment ways from the perspective of individual, jobs and organization. Totally cultivate 51 new directors, the survival rate 92% (47), qualified rate is 88% (45).5. Other cultivating projects.According to needs of business and talent cultivation in different periods, design and implement different projects such as "one-to-one tutoring", "action learning workshop", "micro-class sharing", etc.6. In charge of compliance inspection, personnel rewards and punishments.

1. Research the core concepts of major leadership management theories and also the competitor's theory system to perfect the company's leadership theory system.2. Assist to improve the content build-up and instructor evaluation of all courses in consultant projects.3. Provide project proposals for clients, such as Peace bird, Qinyuan, China ASD, COFCO, Sanyhi, etc.

1. Build competencies model.According to business priority, build competencies model for key functions by ways of top management's interview, benchmarking, behavior coding and so on. With the help of the model, clarify talents qualification, assess talents levels and make people development plans.2. Plan and implement Organization and Talent Review (OTR).Combining with the strategic target, indentify critical positions, local key talents, global key talents, technical experts, high potentials and so on within the scope of both P pipeline and M pipeline. And then draw the organization and talent map. Meanwhile promote the successors plan of critical positions and key talents development plans execution, semi-annual completion rate is 92%.3. Develop Global Key Talents.Plan and manage “Global key talents development projects”, including talents selection, competence evaluation, courses plan, follow-up counseling, subjects design, graduation appraisal etc. The graduation rate achieved 94%. Meanwhile also provide coach and guidance for all sites' local operation.4. Map Global Top Talents.Based on the OTR result, for high-risk and vacant critical positions, start searching candidates according to functions, core competitors etc. And divide candidates into 4 dimensions and then follow up separately to meet organizations' request timely. 5. Improve the Global Employee Engagement Survey (EES).Organize the EES globally which is aimed to collect employees' feedback and analysis the root cause on the fields of communication, leadership, performance management etc combined with the company's mission and value. Meanwhile provide improvement guidance to all subsidiaries to ensure the improvement plan's completion rate above 93%, annual overall score more than 3% growth.

1. Drawing up Global Staffing Policy.In accordance with the requirements of the headquarters and the actual operation needs of all subsidiaries, draw up the global staffing policy including recruitment, internal change, promotion, reemployment and other aspects, which also clarifies all related roles’ responsibilities, rights, operating procedures and key tools there.2. Inquiring and managing global headcounts.In combination with sales operation strategy, production and operation status, organizational structure setting, job responsibilities other aspects of each subsidiaries globally, in-depth efficiency analysis and bi-weekly HC rolling forecast are conducted, which provides an important basis for CEO's approval of global staffing.3. Mapping key talents.Deeply understand critical positions' the talent distribution, organization structure and requirement of global functions. Meanwhile deeply search the same information within the industry and reserve possible candidates timely to reduce the recruitment cycle time.4. Solving problems close to business.Close to business departments, deeply understand business logic, and then according to key points, clarify their requests and work out proposals of recruitment, high potential cultivation, long term and short term incentive, team atmosphere building and employee engagement improvement etc. which promotes business target's achievement.5. Building people development pipeline.Build organization capabilities by 5B model, the most important is to support high potential's development of P pipeline and M pipeline accordingly, including capability and risk assessment, talent selection criteria design, build cross functions' development path etc.6. Expats and administration management.Manage all matters of foreign staff (contract, certificate, logistics) and all administrative affairs of headquarters (canteen, shuttle bus, cleaning, relocation, decoration, etc.)

1. People allocation.Decode the operation strategy of the factory, accurately estimate the gap between the supply and demand of workers, formulate the acquisition plan, establish a variety of recruitment channels, at the same time, establish the position system of P pipeline, design talent evaluation tools, achieve the full staffing rate 100%, the qualified rate above 90%.2. Salary incentive.Define the annual compensation strategy, determine the market positioning and compensation structure, and formulate the manpower cost budget and annual salary adjustment plan. At the same time, design differentiated individual incentive plan, team incentive plan and organization welfare plan, and promote the implementation.3. Performance management.Make overall arrangements for annual performance management, guide business departments to make efficient progress in key points such as goal setting, performance evaluation and performance feedback, ensure positive correlation between performance rating distribution and business performance, and follow up core staff development plan (IDP) and performance improvement plan (PIP).4. Talent cultivation.Based on the business needs, job qualification requirements, business priority and overall resource allocation of the enterprise, combined with the performance evaluation results, deep analyze through 360 interviews, reasonable plan training methods and promote the implementation.5. Cultural transmission.Plan different occasions and ways to promote company culture and implement values. Establish multiple communication channels, and become the communication link between employees and team managers, employees and the company, and the feedback object of opinions and Suggestions.

1. Sales data statistical.2. Sales orders management and samples management.3. Assist department head to manage special sales channel.4. Assist department head to maintain important clients.